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AAPA EXECUTIVE MANAGEMENT CONFERENCE
Rancho Bernardo Inn
San Diego, CA
May 4-8, 2015
Leadership vs Management
• Leadership comes from the Board
Leadership vs Management
• Leadership comes from the Board
• Management comes from the
Executive Director
• Leadership means “doing the right
thing”
Leadership vs Management
• Leadership means “doing the right
thing”
• Management means “doing things
right”
Leadership vs Management
Port Management in Action
• The Executive Director is responsible for pulling Wagon.
Port Management in Action
• The Executive Director is responsible for pulling Wagon.
• The Staff is responsible for pushing the Wagon.
--and--
• The Commissioners are responsible for putting the correct wheels on the Wagon and the inappropriate wheels in the Wagon.
All Commissioners Need to be Informed:
• Financial condition of the Port
All Commissioners Need to be Informed:
• Financial condition of the Port• Budget process
All Commissioners Need to be Informed:
• Financial condition of the Port• Budget process• Procedure for staff contact / questions
All Commissioners Need to be Informed:
• Financial condition of the Port• Budget process• Procedure for staff contact / questions• Media training
All Commissioners Need to be Informed:
• Financial condition of the Port• Budget process• Procedure for staff contact / questions• Media training• Board policies
– Meeting procedures– Responsibilities of Board members– Press contact procedures– Travel policy– Problem / crisis management plan
New Commissioners Need to be Educated:
• Briefing on port powers and legal requirements
New Commissioners Need to be Educated:
• Briefing on port powers and legal requirements
• Update on the current “problems”
New Commissioners Need to be Educated:
• Briefing on port powers and legal requirements
• Update on the current “problems”
• Organization chart & introduction of staff
New Commissioners Need to be Educated:
• Briefing on port powers and legal requirements
• Update on the current “problems”
• Organization chart & introduction of staff
• Tours of facilities and introduction to tenants
Manager Faux Pas
• Surprise the Board (pleasant or otherwise) at a Board Meeting or elsewhere
Manager Faux Pas
• Surprise the Board (pleasant or otherwise) at a Board Meeting or elsewhere
• Lie to a Commissioner
Manager Faux Pas
• Surprise the Board (pleasant or otherwise) at a Board Meeting or elsewhere
• Lie to a Commissioner
• Inform only a few Commissioners
Manager Faux Pas
• Surprise the Board (pleasant or otherwise) at a Board Meeting or elsewhere
• Lie to a Commissioner
• Inform only a few Commissioners
• Take ALL of the credit
Manager Faux Pas
• Surprise the Board (pleasant or otherwise) at a Board Meeting or elsewhere
• Lie to a Commissioner
• Inform only a few Commissioners
• Take ALL of the credit
• Forget you need BOARD APPROVAL (not just one Commissioner’s) to act
Manager Faux Pas - continued
• Be active in Commission elections
Manager Faux Pas - continued
• Be active in Commission elections
• Deal with the media without Commission (especially the Chair) present on upbeat announcements and awards
Manager Faux Pas - continued
• Be active in Commission elections
• Deal with the media without Commission (especially the Chair) present on upbeat announcements and awards
• Allow Commissioner(s) to negotiate contracts, leases, or labor agreements
Manager Faux Pas - continued
• Be active in Commission elections
• Deal with the media without Commission (especially the Chair) present on upbeat announcements and awards
• Allow Commissioner(s) to negotiate contracts, leases, or labor agreements
• Allow the Board to decide a MAJOR ISSUE without a staff recommendation
Executive Director’s “Should Do” List
• Provide for early involvement of the Board
Executive Director’s “Should Do” List
• Provide for early involvement of the Board
• Package information in an understandable format (key issues and no jargon)
Executive Director’s “Should Do” List
• Provide for early involvement of the Board
• Package information in an understandable format (key issues and no jargon)
• Provide historical, operational, and financial impact date
Executive Director’s “Should Do” List
• Provide for early involvement of the Board
• Package information in an understandable format (key issues and no jargon)
• Provide historical, operational, and financial impact date
• Share ownership
Biggest Problem
How to Control a …………
“Rambo Commissioner”
• TELL ME - I will forget
• SHOW ME - I may remember
• INVOLVE ME - I will understand
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